INTRODUCTION

to
Operations Management
Chapter 2, Operations Strategy

5e, Schroeder
McGraw-Hill/Irwin

Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Outline
1. McDonalds Operations Strategy
2. Global Scope of Operations and Supply
3.
4.
5.
6.
7.

Chains
Supply Chain Strategy
Operations Strategy Model
Emphasis on Operations Objectives
Linking Strategies
Environmental and Sustainable Operations
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Operations Strategy
Operations strategy is a consistent pattern of
business decisions for the transformation
system and associated supply chain that are
linked to the business strategy and other
functional strategies, leading to a competitive
advantage for the firm.

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McDonalds Operations Strategy

Mission: fast, quality, low cost
Objectives: process, quality, capacity,
inventory
Strategic decisions: process, quality, capacity,
inventory
Distinctive competence: continuous
improvement of the transformation process
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Global Scope of Operations

and Supply Chains
Traditional versus Global company, i.e.,
companies operating in one country vs. those
operating in many.
Characteristics of the Global Corporation
are different from the traditional company.
Operations must have a global distinctive
competence.

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Characteristics of Global Corporations

Facilities & plants located worldwide, not country by
country.
Products & services can be shifted among countries.
Sourcing is on a global basis.
Supply chain is global in nature.
Product design & process technology are global.
Products fit global tastes.
Demand is considered on worldwide basis.
Logistics & inventory control is on worldwide basis.
Divisions have world-wide responsibility.
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Supply Chain Strategy

Should aim at achieving a competitive advantage for
the entire supply chain.
Two type of supply chain strategies:
Imitative products (e.g. commodities)
Predictable demand
Efficient, low-cost supply chain

Innovative products (e.g. new technologies)

Unpredictable demand
Flexible, fast supply chain

Firms must choose the right supply chain for each

product or group of products and not use one size
fits all strategy.
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Operations
Strategy Model
(Figure 2.1)

Internal
analysis

Corporate strategy

Business strategy
Operations Strategy
Mission
Distinctive
Competence

External
analysis

Functional strategies in
marketing, finance,
engineering, human
resources, and
information systems

Objectives
(cost, quality, flexibility, delivery)
Policies
(process, quality,
capacity, and inventory)

Consistent pattern of decisions

Results
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Distinctive Competence
Something an organization
does better than any competing
organization that adds value for
the customer.
Something that operations does
better than anyone else.

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Operations Strategic Objectives

Cost
Quality
Delivery
Time
Reliability

Flexibility
Schedule
Product change

How does a firm use them to gain a competitive

advantage, and how do they trade-off?
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Examples of Important Strategic Decisions in Operations

(Table 2.3)

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Linking Operations to Business Strategies

Business strategy alternatives
Product imitator
Operations must focus on keeping costs low.

Product innovator
Operations must maintain flexibility in processes, labor
and suppliers.

Order qualifiers and winners

Qualifiers: why you consider the product/service
Winners: why you choose the product/service

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Linking Operations to Business Strategies

Business strategy alternatives
Product imitator
Order winner = price (keep cost low)
Order qualifiers = flexibility, quality, delivery

Product innovator
Order winner = flexibility (rapid introduction of
new products)
Order qualifiers = cost, delivery, quality

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Environment & Sustainable

Operations

Sustainability: minimizing or eliminating the

environmental impact of operations.
The greening of operations.

Product development
Sourcing
Manufacturing
Packaging
Distribution
Transportation
Services
End-of-life management (e.g. recycling)
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Summary

McDonalds Operations Strategy

Global Scope of Operations and Supply Chains
Supply Chain Strategy
Operations Strategy Model
Emphasis on Operations Objectives
Linking Strategies
Environmental and Sustainable Operations
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End of Chapter Two

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